3 Types of Employee Review Questions

You’ve been tasked with creating a series of questions for the upcoming performance checkins. If this is the case, you might be asking yourself where on earth to start. Gathering some information about the review and the goal of those questions can help you narrow down your options. Before you begin, determine what type of questions you will ask by answering this one first:

What’s the purpose? Are you seeking information, making plans, or trying to change behavior?

Acquiring Information and Insight

Whether you realize it or not, the questions we ask serve a purpose. Most likely, if you are conducting a review, you are looking to gather information or gain your employee’s perspective on performance. But the right questions can also mitigate business risks by discovering unforeseen drawbacks.

To understand your employee's point of view, and learn what impacted them to perform above or below expectations, ask questions that put them in the driver’s seat. Take note of these examples:

1. Did you encounter a major challenge in your profession this year? If so, how did you overcome it?
2. What do you consider to be your biggest accomplishment with the greatest results this year?
3. Do your own personal goals align with the company’s goals? If not, please explain why.
4. If you could change anything about your job or upper-management’s job, what would you change and how?
5. Is there something you would change in the workplace environment?
6. Is there somewhere in the company that can be more efficient or productive?
7. Name the obstacles that make it difficult for you to reach your work goals.

These questions reveal the problem-solving abilities of the employee being reviewed. They also give the manager an idea of what their employee considers a priority, which can then be compared or contrasted to management’s ideas.

It is more likely that the person working a job can provide you with the extra, in-depth ideas about the positives or negatives of their function and support. Again, giving them the driver’s seat is a great way to initiate conversations with your employees that they would otherwise not have. Here is where you’ll want to learn the most about shortcomings and areas of improvement.

Planning for the Future

After sharing their successes, how they were achieved, and what challenges they recently overcame, ask questions that point to the future. After all, a healthy performance management program will embrace professional growth and career paths. The following set of questions can help your and your employee structure important future plans:

1. In what area would you like to receive more training or mentorship?
2. What skills or cross-training opportunities, if any, interest you the most and why?
3. Would you like to take on more challenging work and if so, why do you believe you are prepared for it?
4. What might be your biggest challenge next year and how will you prepare for it?
5. What other role in this company can you see yourself in, sometime in the near future?
6. What other role in this company can you see yourself in, in the distant future?
7. What part of performance review is most important to you: recognition, professional growth, or responsibility?

These questions reveal an employee’s awareness about their surroundings and how well they are being supported. Having proper encouragement will drive your employees to create personal goals and think about the future.

By all means, planning is essential to managing performance in your company and reviews need to produce a clear sense of direction for both management and staff. Get to know how your employees will make the most of next year and what they truly value the most.

Change an Employee’s Behavior

Lastly, when used as a tool for unlocking value in your department, the right review questions can be quite effective motivators. Using questions to incite learning and exchange ideas, is a sure fire way to fuel performance because employees generally wish to succeed. These questions create a unique opportunity to forge potential and build rapport among your team:

1. Are there any company resources beneficial to you? If not, are there some you feel are needed?
2. Did you have enough constructive criticism and feedback throughout this quarter?
3. What results were you least proud of and why?
4. What can I do to help you better meet your goals?
5. What disagreement have you had with an employee or coworker and how did you manage?
6. Are you able to effectively communicate with me or your peers?
7. What will you focus on the most next quarter to help you develop skills or company values?

‍

Why You Should Love Open-Ended Questions

There's no shortage of performance coaching experts who swear by open-ended questions.

Leading executive coach David Brendel is one of those experts. David even goes as far as to say that “failure is rare when managers use open-ended questions thoughtfully.”

Why the love for open-ended questions? To boil it down, you don’t know what kind of answer you’ll get — and when it comes to performance management, that's a very good thing. With a typical closed-ended question, both you and the ratee know what’s coming. There is a range of set options (yes/no, strongly agree/strongly disagree, etc.) and everything else is left unexplored.

Open-ended questions, on the other hand, create an opportunity to discover completely new ideas and problems that might have otherwise flown under the radar.

Experts like David also point out that open-ended questions inherently exhibit more respect for an employee’s opinion. According to a survey from Right Management, showing that you value an employee's knowledge and insight can translate into increased engagement. The HR consulting firm found that 53% of employees named 'respect for their knowledge and experience' as their top expectation from leadership in defining "success at work", just above mutual trust.

What’s the Value of Closed-Ended Questions?

If open-ended questions are so great, why even bother with closed-ended questions?

The answer: Data measurement.

As awesome as open-ended questions are, they can’t be as easily absorbed and "crunched" as closed-ended questions. Closed-ended questions are perfect for making manageable data out of thousands of responses to different questions. As the experts at SurveyMonkey, one of the world’s leading survey platforms, say, “[closed-ended questions] are designed to create data that is easily quantifiable.”

Read more on the challenge of managers rating employee skills and the right way to use ratings in your review process.

Actionable data is the main goal of the closed-ended question. It's also why, despite the growing emphasis on performance coaching and transparency, many employee appraisal forms are heavily weighted toward closed-ended questions.

But closed-ended surveys require the asker to really know their stuff. The reviewer needs to know not only what the company’s metric for success is — but also how to track and measure that metric or datapoint.

Taking Google’s managerial survey as an example, the closed-ended questions go after the kind of smart, targeted data that can identify whether a manager is succeeding in keeping the team on task, e.g., "My manager gives me actionable feedback that helps me improve my performance." They ask the reviewer (in this case, the employee) to Disagree or Agree using a 1-5 point scale because they know this is how they will measure their feedback across the organization — an end that a simple "Yes" or "No" answer couldn't achieve.

Google can now get a statistically relevant idea of how well or poorly the manager is performing and follow up with both the manager and the team to learn more. The University of St. Olaf sums it up well, saying, “a single closed-ended question can tell a researcher how,” but “it cannot tell the researcher why”.

How to Strike the Right Balance

No matter how much performance data you accrue, you will inevitably hit a point where you need to know more about why things are they way they are within your organization. That's where open-ended questions come in.

But the main issue with open-ended questions, is practicality.

While it's easy to read the latest article in Harvard Business Review and agree that we should all be asking our teams open-ended questions regularly as part of continuous feedback, team brainstorming, and more, actually asking (not to mention sorting through!) a slew of open-ended questions is much more challenging and time-consuming.

Example 1: Open-Ended Follow-up Questions

One way to hit the right balance of open and closed-ended questions is to use open-ended questions on a smaller scale review, after the bigger review has identified your problem spots.

For example, let’s say Company A finds out that overall, people feel engaged and satisfied at work, but their web design department is struggling. Company A can send out a smaller, much easier to parse, set of open-ended questions tailored directly to that department in order to learn more.

Example 2: Add a Respondent Outlet

Another option is to mix your open-ended why-seeking questions in with the closed-ended questions on the same appraisal form. This could be what SurveyMonkey and other experts call a “respondent outlet" — an open-ended question at the end of the survey (or sections of the survey) that gives respondents an outlet to say what they feel and fill in the blanks for you.

You’ve probably seen this method yourself on at least one customer survey. And there’s a decent chance you left the open-ended question blank — especially if it felt too generic. Unfortunately, many businesses use respondent outlets for show, which risks making them useless.

Google’s upward review is a great example of how to use a thoughtful respondent outlet to your appraisal form. They end with two simple, open-ended questions that specifically ask for one strength and one weakness of the ratee.

If your business is small and high-touch, you may be able to work with mostly open-ended questions in your employee appraisal forms. If not, using a mix of open and closed-ended questions could be the way to go in order to not only get performance metrics you can track, but also shed a light on the kinds of insights you can act on.

Learn more about asking the right performance review questions.

For some, difficult questions are hard to ask, but rest assured, this experience improves interpersonal bonding. Employees perform best, when they know that their managers care. Ultimately, these questions that cause behavioral reactions get to the bottom line: is this the right person for the job?